The purpose of this research was to understand the sensemaking processes people use to determine their responses to organizational change initiatives as they unfold overtime. Based on a longitudinal comparative case study of five business units in a $900-million manufacturing organization in the United States, it shows that people continuously assess how the initiatives will enhance or diminish their individual and organizational identities using four kinds of trust: trust in the organization, trust in leadership, trust in the process, and trust in outcomes. The complex dynamics among these “four trusts” and their influence on responses to change are described. A four trusts model is proposed to help change leaders formulate specific trust-building strategies to increase the probability of success of organizational change initiatives. Implications for research and practice are discussed.
Sloyan, R.M. and Ludema, J.D. (2010), "That's Not How I see It: How Trust in the Organization, Leadership, Process, and Outcome Influence Individual Responses to Organizational Change", Pasmore, W.A., (Rami) Shani, A.B. and Woodman, R.W. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 18), Emerald Group Publishing Limited, Bingley, pp. 233-277. https://doi.org/10.1108/S0897-3016(2010)0000018011Download as .RIS
Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited